Who is more effective as a leader, introvert, or extrovert? Organizational psychologist Adam Grant says his research shows that introverts and extroverts are equally effective as leaders, based on their companies' performance or teams. Whether introverts/extroverts were more or less effective depended on the kind of employees they had. Extroverts are better leaders with reactive followers, people who are looking for direction from above. If I am an extroverted leader, I will fire you up, get excited, and you will be ready to follow the direction I have created. Introverted leaders were more effective with proactive employees. If you have a whole team of people who bring their ideas and suggestions to the table, who are taking the initiative, extroverted leaders would feel threatened by that. They are like "don't steal my spotlight, I am in charge here". That has two negative effects: (i) they shut those people's ideas down, and (ii) they left their people demotivated. Introverts were much more likely to listen. And make people feel valued and get better ideas to the table. And we live in the world now where we need more proactivity from the employees. As the world is more dynamic and competitive, as a leader, you cannot see everything what is happening or going to happen. Given that proactive employees are more important than ever before, introvert leaders are going to be more effective in the future. Agree or disagree?
1 shared

No comments yet
Be the first to comment

Download Qoorio to comment, talk & learn
Learn more by discovering other insights
Sam Altman, CEO @ OpenAI, ex President @ Y Combinator writes about idea generation: “The best ideas are fragile; most people don’t even start talking about them at all because they sound silly. Perhaps most of all, you want to be around people who don’t make you feel stupid for mentioning a bad idea, and who certainly never feel stupid for doing so themselves.” “Finally, a good test for an idea is if you can articulate why most people think it’s a bad idea, but you understand what makes it good.” Read full post here: https://blog.samaltman.com/idea-generation
Idea Generation

Povilas GodliauskasFounder & Coach @ coach.lt
Well said, Justas Janauskas. Allowing people to act on their ideas and fail requires courage and trust.
View 3 more comments
Being a founder & CEO, quality decision making is critical. Bad decisions just cost so much time, money, and nerves, while good decisions move the whole company further. To make good decisions, one needs to have a clear, sharp, calm, and well-rested mind. Taking care of your mind requires effort, like taking care of your body. That’s why my #1 goal of the new year resolution of 2020 was ‘sleep well’. Sleep deprivation wreaks havoc on the brain, affecting mood and worsening depression, exacerbating pain, and undermining executive functions that affect judgment, planning, organization, concentration, memory, and performance. In other words, the critical functions of a founder. Next to that, hormones influencing weight and growth become imbalanced. Immune dysfunction, leading to an increased susceptibility to illness, and a pro-inflammatory state develop. Sleeping well is a habit that takes time and effort to build. It starts with awareness. Read nine simple tips from a Stanford neurologist for quality sleep here: https://qz.com/quartzy/1341003/a-stanford-neurologists-nine-simple-tips-for-quality-sleep/
A Stanford neurologist’s nine simple tips for quality sleep

Talk less, listen more. And you will start noticing things you ignored. Listening is a skill. And as with any skill, it degrades if you don’t do it enough. Some people may have stronger natural ability while others may have to work harder, but each of us can become a better listener with practice. The more people you listen to, the more aspects of humanity you will recognize, and the better your instincts will be. Listening well can help you understand other people’s attitudes and motivations, which is essential in building cooperative and productive relationships, as well as discerning which relationships you’d be better off avoiding. Nice read by Kate Murphy, the author of “You’re Not Listening: What You’re Missing and Why It Matters.”
Opinion | Talk Less. Listen More. Here’s How.
Antanas Bernatonis asked: "I would love to ask if you could come back in your 20s, what would you do on everyday basis? Where would you invest your time and what would be the main advice you could give to yourself?" Me: I will start with my belief that every human being has a unique story of life, a unique path of how they got to where they are today. It is quite rare that the advice of a person to themselves apply to somebody else. Thus, don't take my answers for granted. They will probably not be useful pieces of advice for you or anyone else because of everyone's unique situation. I would suggest to ask the right questions to yourself and figure out the answers by yourself in a way that makes the most sense to you, as you have the most in-depth knowledge of yourself. And I suggest starting with the question 'What kind of life you want to have?'. Getting back to Antanas' questions, I can say that I feel quite happy where I am today. Thus I wouldn't change anything that I was doing in my 20s. And what was I doing? In my early 20s, I was coding 12-16 hours per day, it was my passion, I loved the process of building software and its impact on people. I mastered my professional skills. However, I wasn't mastering my soft skills, everything human-related. I was so bad at them that I even wasn't aware they exist. The phrase "emotional intelligence" was just a random buzzword to me. In my late 20s, I was running a company with 100+ people. My professional skills were irrelevant in that position. Soft skills were those which were needed the most. However, I had them completely undeveloped. Therefore my advice to myself would be "figure out what the heck is emotional intelligence and master it as good as you code". N.B. This is an experimental insight. What is the experiment? Instead of broadcasting insights based on what you think is interesting, broadcast them based on what people want to learn from you. Do you think it is a good idea? Let me know in the comments. Also, if you like to ask me more questions, do that from my profile. If you like the experiment and want to be asked, let us know! Photo below: my dog in dunes:)

Yannick OswaldVenture Capital, Opportunities are Everywhere
love this!
View 4 more comments
How to deal with uncertainty? As a founder, you are basically trading a life of certainty, in terms of having a conventional job, with a life of uncertainty, and whilst at times, this can feel exciting and liberating it can also feel rather stressful (most of the time, in my experience). Learning how to live comfortably in uncertainty is a great mental exercise and this is something I started to learn a few years ago. While studying uncertainty, I have stumbled upon “I Ching”. It is probably the oldest guide on how to deal with uncertainty. The classic Chinese text is also known as “The Book of Changes”. The dating of the earliest version of the “I Ching” goes back to probably 4,500 years ago. The “I Ching” has touched almost every aspect of Chinese thought — from philosophy to statecraft, from music to medicine, and from astronomy to painting, and that on account of that alone, it should be counted as one of the most influential books in the world. Most people think that the “I Ching” is a book of oracles or mystic mumbo jumbo, since one can interpret the 64 different hexagrams in very different ways. Those who use the “I Ching” ask: if life is affected in random and unpredictable ways, how should we think about handling such challenges? What is this book about? I see it as a game of imagination, possibilities, and also as a beautiful piece of art. Think of any question about your life or business. Get two random hexagrams from the book (by throwing coin six times). Read the first diagram (cast) - it is your current situation. Read the second diagram (transformed) - it is the simulation of your imagination of a new perspective of your problem. There are no lucky or unlucky hexagrams. They are just different perspectives on your question/situation. A nice essay by Will Buckingham, a philosopher, novelist, and Reader in Writing and Creativity at De Montfort University on his quest to understand the “I Ching”: https://aeon.co/essays/forget-prophecy-the-i-ching-is-an-uncertainty-machine And play the “I Ching” online: https://www.ichingonline.net What other methods of dealing with uncertainty do you use?
Forget prophecy: the I Ching is an uncertainty machine – Will Buckingham | Aeon Essays

Esther ChookPharmacist, Chinese Metaphysics & Health
That’s an amazing book ! That’s why I fell into the wisdom of metaphysics and now practicing them professionally !
View 3 more comments
What is the purpose of debate? Most of us, if asked, would say it’s about helping someone with an incorrect, harmful idea see the light. It’s an act of kindness. It’s about getting to the truth. But the way we tend to engage in debate contradicts our supposed intentions. Much of the time, we’re really debating because we want to prove we’re right and our opponent is wrong. Our interest is not in getting to the truth. We don’t even consider the possibility that our opponent might be correct or that we could learn something from them. As decades of psychological research indicate, our brains are always out to save energy, and part of that is that we prefer not to change our minds about anything. It’s much easier to cling to our existing beliefs through whatever means possible and ignore anything that challenges them. Bad arguments enable us to engage in what looks like a debate but doesn’t pose any risk of forcing us to question what we stand for. It’s never fun to admit we’re wrong about anything or to have to change our minds. But it is essential if we want to get smarter and see the world as it is, not as we want it to be. Any time we engage in debate, we need to be honest about our intentions. What are we trying to achieve? Are we open to changing our minds? Are we listening to our opponent? Only when we’re out to have a balanced discussion with the possibility of changing our minds can a debate be productive,avoiding the use of logical fallacies. Bad arguments are harmful to everyone involved in a debate. They don’t get us anywhere because we’re not tackling an opponent’s actual viewpoint. This means we have no hope of convincing them. Worse, this sort of underhand tactic is likely to make an opponent feel frustrated and annoyed by the deliberate misrepresentation of their beliefs. And if you’re a chronic constructor of bad arguments, as many of us are, it leads people to avoid challenging you or starting discussions. Which means you don’t get to learn from them or have your views questioned. In formal situations, using bad arguments makes it look like you don’t really have a strong point in the first place. Read more about bad arguments and how to avoid them: https://fs.blog/2020/05/bad-arguments/
Bad Arguments and How to Avoid Them
I have created many strategies in my carrier that simply failed. Well, most of them. It takes a lot of time and practice to learn creating strategies. Overall, this article resonates with me very well. Many strategies fail because they’re not actually strategies. A real strategy involves a clear set of choices that define what the firm is going to do and what it’s not going to do. Many strategies fail to get implemented, despite the ample efforts of hard-working people, because they do not represent a set of clear choices. Many so-called strategies are in fact goals. “We want to be the number one or number two in all the markets in which we operate” is one of those. It does not tell you what you are going to do; all it does is tell you what you hope the outcome will be. But you’ll still need a strategy to achieve it.
Many Strategies Fail Because They’re Not Actually Strategies
The most important leadership competencies are hard to improve because they run counter to our insticts. The author completed the study of 195 leaders in 15 countries over 30 global organizations. Participants were asked to choose the 15 most important leadership competencies from a list of 74. The author grouped the top ones into five major themes that suggest a set of priorities for leaders and leadership development programs. While some may not surprise you, they’re all difficult to master, in part because improving them requires acting against our nature. The themes are following: * demonstrates strong ethics and provides a sense of safety; * empowers others to self-organize; * fosters a sense of connection and belonging; * shows openness to new ideas and fosters organizational learning; * nurtures growth. Learn more in this article: https://hbr.org/2016/03/the-most-important-leadership-competencies-according-to-leaders-around-the-world
The Most Important Leadership Competencies, According to Leaders Around the World
⚠️ Attention, experiment! ⚠️ Adam Malevski and I decided to try to have a public conversation on Qoorio. How does it work? Instead of chatting in private, we talk asynchronously on Qoorio via comments. We think that exposing such discussions might be beneficial for other people like Adam. Do you think this is a good idea? Let us know in the comments. Adam writes: “Hello, my name is Adam, and I’m founding app called Happer. I would like to get some advice about bootstrapping and launching a mobile app. How what are the best product launch strategies?” Me: I believe there is no such thing as a universally best product launch strategy. Every business is unique, therefore have unique, tailored specifically to that business strategies. Strategies of one business rarely fit other businesses. Figuring out the best strategies for your business is one of the key tasks of the founding team. Tell me more about your app, what it does, and what your current plan is to launch it?

Thomas DesimpelAngel Investor, Polyglot, Real Estate Investor
Adam Edvin Malevski following the conversation between you and Justas Janauskas; what would be the main differentiator of your app as simular tools are already on the market (Eventbrite etc ) ? There are so many apps already on a user phone why would they choose yours? More important the 'chicken and the egg problem'..., Which one could be best for building your app?: Just trying to help😊🙂...: https://www.nfx.com/post/19-marketplace-tactics-for-overcoming-the-chicken-or-egg-problem/
View 10 more comments
Good morning qooriors! First-principles thinking is one of the best ways to reverse-engineer complicated problems and unleash creative possibility. Sometimes called “reasoning from first principles,” the idea is to break down complicated problems into basic elements and then reassemble them from the ground up. It’s one of the best ways to learn to think for yourself, unlock your creative potential, and move from linear to non-linear results. This approach was used by the philosopher Aristotle and is used now by Elon Musk and Charlie Munger. It allows them to cut through the fog of shoddy reasoning and inadequate analogies to see opportunities that others miss. Musk gives a fascinating example about battery packs: … they would say, “historically, it costs $600 per kilowatt-hour. And so it’s not going to be much better than that in the future. … So the first principles would be, … what are the material constituents of the batteries? What is the spot market value of the material constituents? … It’s got cobalt, nickel, aluminum, carbon, and some polymers for separation, and a steel can. So break that down on a material basis; if we bought that on a London Metal Exchange, what would each of these things cost? Oh, jeez, it’s … $80 per kilowatt-hour. So, clearly, you just need to think of clever ways to take those materials and combine them into the shape of a battery cell, and you can have batteries that are much, much cheaper than anyone realizes. Learn how to think from the first-principles in this article I read this morning: https://fs.blog/2018/04/first-principles/
First Principles: The Building Blocks of True Knowledge

Agne NainyteDigital Transformation | Process Excellence | Women Empowerment
View 2 more comments
The ability to think through problems to the second, third, and nth order—or what we will call second-order thinking for short—is a powerful tool that supercharges your thinking. First-order thinking is fast and easy. It happens when we look for something that only solves the immediate problem without considering the consequences. For example, you can think of this as I’m hungry so let’s eat a chocolate bar. Second-order thinking is more deliberate. It is thinking in terms of interactions and time, understanding that despite our intentions our interventions often cause harm. Second order thinkers ask themselves the question “And then what?” This means thinking about the consequences of repeatedly eating a chocolate bar when you are hungry and using that to inform your decision. If you do this you’re more likely to eat something healthy. The road to out-thinking people can’t come from first-order thinking. It must come from second-order thinking. Learn more in this article: https://fs.blog/2016/04/second-order-thinking/
Second-Order Thinking: What Smart People Use to Outperform
To adopt an agile mindset, leaders need to manage three challenges: - Distractions. Zoom out to see the big picture. - Ego. Let go of how things used to be. - Empathy. It's crucial for good leadership — but can be a barrier to the right actions.
Perfectionism Will Slow You Down in a Crisis
Nice read from Erik Bernhardsson about the opportunity cost and prioritization. Resonates with my frustration when some things don’t happen in my team. He says, that prioritization is the most value creating activity in any company. Generating ideas and executing things is of course also important! But what he has seen to set apart great teams from good is a brutal focus on prioritization. This means generating an absurd amount of ideas and throwing 99% of them out of the window, to focus on the 1% that have the highest impact. When an option is chosen from alternatives, the opportunity cost is the “cost” incurred by not enjoying the benefit associated with the best alternative choice. The question remains how to choose wisely and enjoy the maximum benefits with the choice?
Never attribute to stupidity that which is adequately explained by opportunity cost
Remote workers are often more productive, more engaged, less stressed, more satisfied and less likely to quit than their in-office counterparts. Remote workers, to their own detriment, are often more dedicated, working longer hours, and, in essence, “gifting” their time and lives for free back to their companies. Agree or disagree? Source: https://www.nytimes.com/2020/04/06/opinion/Coronavirus-remote-work.html
The Focus to Say No “People think focus means saying yes to the thing you’ve got to focus on. But that’s not what it means at all. It means saying no to the hundred other good ideas that there are. You have to pick carefully. I’m actually as proud of the things we haven’t done as the things I have done. Innovation is saying ‘no’ to 1,000 things.” - Steve Jobs More on it at FS: https://fs.blog/2011/09/steve-jobs-saying-no/
The Focus to Say No

Justas JanauskasCEO @ Qoorio
Great resources guys, thanks for sharing ❤️
View 2 more comments
The Next Web was so kind to interview me about my founder’s journey, read more in the link below, and please share your thoughts in the comments below.
Don’t confuse following your gut with your ego — or your business will fail

Marija MireckaitėPhotographer. Curious person.
“I went back to square one and started everything over again,” This is very interesting, because it is easy for a person to think that if an entrepreneur has already created one successful company, building the others must be 'a piece of cake'. When you think about it more in depth, every experience makes you face completely different challenges that have new outcomes. Nice, refreshing morning read!
View 2 more comments
Recognize the contributions of your employees in specific, meaningful ways — and do this all the time.
Motivating Employees Is Not About Carrots or Sticks
Many of us are getting questions that we simply don't know the answers to right now. We can still form helpful and honest responses.
How to Answer an Unanswerable Question
Not acknowledging your weaknesses is both unsustainable and poor leadership.
The Best Leaders Aren’t Afraid to Ask for Help
Download Qoorio to comment, talk & learn
Become Open HumanFAQBlog